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Chapter Eight Product, Services, and Brands:  Building Customer Value
Product, Services, and Branding Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object]
What Is a Product? ,[object Object]
What Is a Product? ,[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object],[object Object],[object Object]
What Is a Product? ,[object Object],[object Object]
What Is a Product? ,[object Object],[object Object]
What Is a Product ,[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object],[object Object]
Product and Service Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Branding Strategy: Building Strong Brands
Branding Strategy: Building Strong Brands ,[object Object],[object Object],[object Object],[object Object],[object Object]
Branding Strategy: Building Strong Brands ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Branding Strategy: Building Strong Brands ,[object Object],[object Object],[object Object],[object Object],[object Object]
Branding Strategy: Building Strong Brands ,[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object]
Services Marketing ,[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object]
Services Marketing ,[object Object],[object Object],[object Object],[object Object]
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.   Publishing as Prentice Hall

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Kotler pom13e instructor_08

  • 1. Chapter Eight Product, Services, and Brands: Building Customer Value
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  • 41. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.   Publishing as Prentice Hall

Notas do Editor

  1. Note to Instructor This Web link is a great example of a store that creates experiences is Jordan’s Furniture in the Boston. These furniture stores include an Imax theater, an amusement park quality motion ride, a trapeze school, and Mardi Gras parades. You can visit their stores through their Web sites.
  2. Note to Instructor Core benefits represent what the buyer is really buying. Actual product represents the design, brand name, and packaging that delivers the core benefit to the customer. Augmented product represents additional services or benefits of the actual product. It is a good idea for the students to bring in some products so the class can discuss the levels of product and services. Products including Gatorade, toothpaste, facial moisturizer or cosmetics work well in this discussion. You can often find augmented product features on the product’s Web sites including games, features and support.
  3. Note to Instructor Discussion Question What is a product that could be convenience, shopping, and specialty? This is a bit of a puzzle. They might realize that a camera could fall into several categories depending on the buyer and the situation. Certainly, if you are on vacation and you forgot your camera, you would pick one up at a convenience store, pharmacy, or maybe the hotel store. If you were a professional photographer, a camera purchase could easily be specialty if you were buying a $5,000 camera. Other examples might include mats for the floor of a automobile, tires, or a fan.
  4. Note to Instructor This Web link brings you to CBIZ—a consulting firm for businesses. It is interesting to look at their drop-down menus for an overview of the services they offer.
  5. Note to Instructor The text highlights Rachael Ray who has become a one-woman marketing phenomenon. In less than a decade, she’s zipped from nobody to pop-culture icon. Beginning with her 30-Minute Meals cookbooks, followed later by a Food Network TV show. Bearing her name are more than a dozen best-selling cookbooks (the latest is Yum-o! The Family Cookbook ), a monthly lifestyle magazine, three Food Network shows, a syndicated daytime talk show, and assorted licensing deals that have stamped her name on kitchen essentials from knives to her own “E.V.O.O.” (extra virgin olive oil for those not familiar with Rayisms). There are even Ray-branded music CDs and ring tones. Her brands “begin with food and move briskly on to the emotional, social, and cultural benefits that food gives us.” Ray’s persona—and hence her brand—is a “celebration of why food matters.”
  6. Note to Instructor Las Vegas has worked hard to bring themselves into the forefront as a major destination for business and leisure. This YouTube ad is from their famous “What happens in Vegas, stays in Vegas” campaign.
  7. Note to Instructor The text highlights OXO’s unique design for their product. This link takes you to the OXO Web site to explore some of there products.
  8. Note to Instructor Discussion Questions What brands do you tend to purchase consistently? Why? This discussion should lead to the consumer benefits of brands including quality and consistency. It is interesting to now ask students what the benefits might be for the seller of having a strong brand. This will include segmentation, positioning, and the ability to communicate product features
  9. Note to Instructor Warning: This is a very GRAPHIC link to the Government of Brazil’s notice of labeling for cigarettes. Although the release is in Spanish, the images for the labeling is given on the right hand side.
  10. Note to Instructor Companies must continually: Assess the value of current services to obtain ideas for new ones. Assess the costs of providing these services. Develop a package of services to satisfy customers and provide profit to the company.
  11. Note to Instructor Product line stretching is when a company lengthens its product line beyond its current range. Downward product line stretching is used by companies at the upper end of the market to plug a market hole or respond to a competitor’s attack. Upward product line stretching is by companies at the lower end of the market to add prestige to their current products. Combination line stretching is used by companies in the middle range of the market to achieve both goals of upward and downward line stretching. Product line filling occurs when companies add more items within the present range of the line.
  12. Note to Instructor In slideshow view, click on movie icon to launch Swiss Army video snippet. See accompanying DVD for full video segment. Product mix width is the number of different product lines the company carries. Product mix length is the total number of items the company carries within its product lines. Product mix depth is the number of versions offered of each product in the line. Consistency is how closely the various product lines are in end use, production requirements, or distribution channels.
  13. Note to Instructor The text has an excellent example from Pampers: Pampers used to be thought of as functional benefits. Listening very closely to customers they learned Pampers are more about parent-child relationships and total baby care. They set to “be a brand experience; we want to be there to help support parents and babies as they grow and develop.” The equity of great brands has to be something that a consumer finds inspirational and the organization finds inspirational. “ You know, our baby care business didn’t start growing aggressively until we changed Pampers from being about dryness to being about helping mom with her baby’s development.”
  14. Note to Instructor The text has example for each of these: It should suggest something about the product’s benefits and qualities. Examples: Beautyrest, Die Hard, Intensive Care, Curves (women’s fitness centers). It should be easy to pronounce, recognize, and remember: Tide, Silk, iPod Touch, JetBlue. The brand name should be distinctive: Lexus, Zappos. It should be extendable: Amazon.com began as an online bookseller but chose a name that would allow expansion into other categories. The name should translate easily into foreign languages. Before changing its name to Exxon, Standard Oil of New Jersey rejected the name Enco, which it learned meant a stalled engine when pronounced in Japanese
  15. Note to Instructor Intangibility refers to the fact that services cannot be seen, tasted, felt, heard, or smelled before they are purchased. Inseparability refers to the fact that services cannot be separated from their providers. Variability refers to the fact that service quality depends on who provides the services as well as when, where, and how they are provided. Perishability refers to the fact that services cannot be stored for later sale or use.
  16. Note to Instructor Discussion Questions Have you ever been disappointed in an airline? Did you fly that airline again? Good service recovery can turn angry customers into loyal ones. In fact, good recovery can win more customer purchasing and loyalty than if things had gone well in the first place. Therefore, companies should take steps not only to provide good service every time but also to recover from service mistakes when they do occur